Stage 8: Culture Management

Julius Lassalle (), Saskia-Maria Weh () and Matthias T. Meifert ()
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Julius Lassalle: Zalando GmbH
Saskia-Maria Weh: Kienbaum Management Consultants GmbH
Matthias T. Meifert: Partner & Gründe, HRpepper GmbH & Co. KGaA

A chapter in Strategic Human Resource Development, 2013, pp 233-251 from Springer

Abstract: Abstract Does engagement with a company’s own culture make it more successful as a business? The past few years have seen a slew of empirical studies that tried to answer this essential question (a summary of the state of research can be found in Sackmann, 2010). With each study having its own unique thrust and applying distinct constructs, they are hard to compare. One thing they have in common: the recognition that there is a correlation between a company’s culture and its ability to compete. A number of these studies have, for instance, revealed the link between various aspects of corporate culture (e.g. labour representation, change readiness, diversity) and a set of performance indicators, such as innovativeness, turnover, or market share.

Keywords: Corporate Culture; Line Manager; Culture Management; Organisational Front; Line Organisation (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-642-31473-5_12

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DOI: 10.1007/978-3-642-31473-5_12

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